Dan Lyons Email & Phone Number

Brisbane, Queensland, Australia

Currently leading a series of projects relating to improving the resilience of the IROC function. These initiatives include network upgrades featuring the deployment of a software defined networks capability, upgrade and relocation of the IROC function and various associated technology improvements.

Brisbane, Australia

Consulted to Yancoal & Dalrymple Bay Coal Terminal relating to technology white papers / strategic recommendations in areas of maintenance, operations and coal sales and marketing leading to digital transformation opportunities.

Brisbane

Role covered the DevOps, Development and QA functions.I provided the change leadership required to bring cohesion and effectiveness to the Technology and Innovation department including the interfaces with other internal departments and customers.Other key transitional issues included the successful completion of critical development of the new hosted version of the Oniqua IQ product suite to facilitate agreements with key global customers to transition from both on premise and hosted legacy solutions as well as keeping pace with the provision of additional new features..The role was responsible for leading the improvement in requirements definition for the development team and QA teams including enhanced use of User Interface mock-ups for the improved quality and predicability of the 2 weekly agile release process of the hosted offering and subsequently reduce cycle time to realise the final release of new features., With the annoucment of the aquisition by IBM, the role responibilities expanded to include assistance in the detailed due diligence process and the rapid estabishment of processes and systems for European GDPR compliance. I elected to take time off for home renovations after the IBM aquistion was completed.

Melbourne, Victoria & Dugald River Mine Site - Far Nth Queensland, Australia

MMG is a mid-tier mining company with global assets predominately in copper, lead and zinc. Dugald River Mine is located in Far North Queensland and the project recommenced in September 2015 and shipped first concentrate in December 2017. The site has an underground mine and extracts lead and zinc ore that is processed through the on-site concentrator. The construction included the construction of a village that can accommodate 400 men. The operation transports containerised concentrate to the port of Townsville.The role time line spanned an end to end methodology including requirements, design & tendering phase through to commissioning, ramp up and handover to operations. The responsibility of role included all infrastructure and applications from process control, power management through to SAP.The role reported to the Head of Construction. The total ICT budget was approximately $35million. Critical aspects of the role included determining and managing of interfaces between several major constructing companies packages, maintaining and systematically expanding the MMG ICT & OT catalogue of systems and services with the appropriate engagement of ICT internal functions and enterprise partners.Positive aspects of the project included the high degree of integration across the ICT & Operational Technology landscape, the high availability of all systems and the degree of technology deployed into the underground mine from day one.The project was completed at November 2017 , ahead of schedule and under budget.

Brisbane, Australia

Adani is developing the Carmichael Project in the Galilee Basin in the Central Queensland. A $8 billion project involving the development of both open cut and underground mines, a 390km rail network and a 60 million tonne/pa export port at Abbott Point near Bowen. Fundamental to the operating model is the development of an autonomous capability for mine, rail and port operations as well as a remote operations centre in Brisbane and an advanced analytic capability internationally. The role was extremely dynamic in nature and involved maintaining support services to approx 200 professional staff through both an outsourcing agreement and internal solutions. Critically the role involved planning a complex program of work for mine, rail and port operations to be constructed. This involved driving defining of technology requirements, design detail and the development and incorporation of ICT standards for of all EPCs packages to be tended and awarded prior to construction commencing. As the organisation prepared for final investment decision and commencement of early works, it was extremely important to ensure critical agreements were in place for functional areas such as communications to site, work force management and work place health and safety.Project was delayed Oct 2015.

Perth, Australia

Westrac is the approved dealer for Caterpillar in Western Australia, New South Wales and the Northern Provinces of China. The role was responsible for the management of the ICT and Business Improvement functions within Westrac. Fundamental to this engagement was the formulation of a strategic business case for the transformation from a series of legacy ERP systems to an integrated business vertical SAP solution. As a Westrac executive and Program Steering Committee member, it was my responsibility to identify potential risks and determine mitigations to ensure the program’s plan and business case could be defended in gaining board approval. Additional elements of the role included the re-establishment of the Caterpillar Production System that underpins the continuous improvement methodology within the organisation that was critical to assist with cost reduction after the dramatic fall in world commodity prices.The role also involved the day to day management of the ICT function for Westrac operations across the 2 states including several smaller customer care centres distributed within the states.

Sydney, Australia

OSL is a successful explorer and operator of quality oil and gas assets in Papua New Guinea. The engagement was to assist OSL with the definition of a common metrics reporting solution to allow management to monitor strategic operational activities. The key steps in the scope of work included the determination of current reporting requirements across the organisation, documenting the state of high level data architecture and working with the key business representatives to identify the required metrics for ICT to formulate an appropriate conceptual solution architecture, leveraging current strategic vendor capabilities and investments. The final key component involved assessing the organisational impacts to be considered and how the program of work would need to be included in a broader enterprise management system to ensure the appropriate level of governance.

Brisbane, Australia

A leadership role in a start up venture that will mine, rail and ship significant volumes of thermal coal from the Galilee Basin in Central West Qld. The role requires the ability to establish a support capability for the project team whilst providing strategic input into the scope, packaging, operational modes and costings of the planning, delivery and sustainability of the critical ICT elements for the resultant mine, rail and port businesses. The environment is extremely dynamic with a need to be highly adaptable, work within areas of overlapping responsibilities, and deliver to both very short and long term time frames.The project value of the ICT component was proposed to exceed $100 million.Project delayed Sep 2013

Brisbane, Australia

The role required me to re-establish ICT as a credible and capable function within the Stanwell business. This required a significant internal review of the ICT function as well as establishing a strong governance capability that ensured effective and sustainable business engagement. The internal review resulted in a restructure of the department which included redundancies and the promotion of several people from within the team. Critical process such as the PMO and financial management were significantly improved. A number of critical projects were delivered that included the centralisation and refresh of core infrastructure into two outsourced tier 3 data centres with demonstrable business continuity capability. The critical legacy trading systems were redeveloped using the agile methodology and the desktop environment was fully virtualised. Finally I was responsible for Stanwell's ICT requirements during the Governments regrouping (merger / de-merger) of its power generations assets and ensured legal separation capability for the new legal entity.

Brisbane, Australia

Transformation of Rio Tinto Australia Coal's IS&T environment by driving standardisation, integration and sustainability of operational systems. This was achieved through selection and adoption of technologies that were first endorsed by global procurement, IS&T and Technology and Innovation. The solution suite had to meet the needs of all 6 operating mines and two in development.

Melbourne, Australia

Identifying opportunities to accelerate and reduce the integration risk during the BHP & Billiton merger.Global Lead for the development of BHP Billiton's Information Management and Collaboration Policy, Standards and associated technology solutions.Led the establishment of communities of practice and the formulation of a regional data warehouse strategy for enterprise reporting of financial and statutory measures.

Development of strategy and directorship of the execution for the transformation of the operational systems utilised to support the coal value chain in Queensland including eight mines, four ports and logistics operations and associated functions of the head office marketing department.

B. App Sc, Chemistry

Education record